Knowledge Dependence and the Formation of Director Interlocks

Howard, Mykie; Withers, Michael C.; Tihanyi, László

doi:10.5465/amj.2015.0499

Cited by 59 publications

(51 citation statements)

References 98 publications

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“…Extant studies investigating the diffusion effect of board interlocks highlight the role of board interlocks as a communication mechanism. They argue that board interlocks serve as a conduit of information (Chiu et al, ), knowledge (Howard et al, ), and market intelligence (Srinivasan et al, ). Board interlocks provide firms with a low cost and convenient channel to obtain information and intelligence and to learn knowledge from interlocked firms, leading to an increase in decision quality and a reduction in decision cost.…”

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

Board interlocks and the diffusion of CSR reporting practices: The role of market development

Sun

Geng

et al. 2019

Corp Soc Responsibility Env

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Although traditional studies concerning the diffusion effect of board interlocks stress the influence of mimetic pressures, extant studies increasingly emphasize board interlocks' communication role. From the perspective of corporate social responsibility (CSR) reporting, this paper seeks to investigate the validity of the two views by introducing market development as a moderating variable. Based on samples of Chinese listed companies between 2008 and 2015, we find that board interlocks positively affect firms' CSR reporting. Consistent with the communication mechanism view, the impact of board interlocks on CSR reporting is relatively weak in developed regions. With this study, we contribute to the literature concerning the diffusion effect of board interlocks and the institutional literature related to CSR reporting. K E Y W O R D S board interlocks, corporate social responsibility (CSR) reporting, diffusion effect, market development

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Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

Board interlocks and the diffusion of CSR reporting practices: The role of market development

Sun

Geng

et al. 2019

Corp Soc Responsibility Env

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“…Finally, scholars have studied the implications of boards' networks and social ties, and they found that such social capital typically makes it easier for organizations to acquire necessary resources. First, board interlock ties facilitate the formation of R&D alliances between the interlocked firms (Howard, Withers, & Tihanyi, 2017; Sullivan & Tang, 2013). Second, ties to other firms provide boards with information relevant for their tasks.…”

Section: An Integrative Framework On Strategic Leaders and Technologimentioning

confidence: 99%

Strategic leadership and technological innovation: A comprehensive review and research agenda

Kurzhals

Graf‐Vlachy

König

2020

Corporate Governance

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Research Question/Issue We review the literature on the relationship between strategic leadership and technological innovation. Research Findings/Insights We identify the theoretical lenses that researchers apply when studying strategic leadership and innovation, most notably agency theory and upper echelons theory. We review the innovation constructs and measures that scholars employ, and we survey the links among strategic leaders' characteristics and technological innovation. Ultimately, we organize the literature into an integrative framework that provides a concise overview of the extant knowledge, and we outline an agenda for future research. Theoretical/Academic Implications First, we offer scholars a discipline‐spanning overview of the extant knowledge on the topic. Second, by integrating important aspects of corporate governance, such as the role of the board of directors, incentives for the chief executive officer or the top management team, and firm ownership, into the context of technological innovation, we highlight the vital role it plays in the realm of technological innovation. Third, we provide a useful guide for scholars and direct their work towards fruitful avenues for future research. Practitioner/Policy Implications We offer insights for practitioners interested in better understanding the bidirectional relationship between strategic leadership and technological innovation. In particular, our framework and our detailed analysis of the impact of strategic leaders on technological innovation can guide shareholders and board members in matters related to board composition as well as top executive selection and compensation.

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“…In order to capture sensing of new opportunities through new information and new knowledge in the focal firm's ecosystem, we looked at the firm's board interlock changes and board-interlock composition, based on industry affiliations. Empirical research has in fact shown that board interlocks not only serve as an important knowledge resource (Howard et al, 2017) but also significantly impact both firm R&D and patenting activities (Helmers et al, 2017). From the biographical data in the proxy statements, annual reports, company websites and 10-K statements, we collected information on all inside and outside board of directors of the focal firms.…”

Section: Network Opportunity Sensingmentioning

confidence: 99%

Unbundling dynamic capabilities for inter-organizational collaboration

Petricević

Verbeke

2019

CCSM

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Purpose The purpose of this paper is to explore two distinct subsets of dynamic capabilities that need to be deployed when pursuing innovation through inter-organizational activities, respectively, in the contexts of broad networks and specific alliances. The authors draw distinctions and explore potential interdependencies between these two dynamic capability reservoirs, by integrating concepts from the theoretical perspectives they are derived from, but which have until now largely ignored each other – the social network perspective and the dynamic capabilities view. Design/methodology/approach The authors investigate nanotechnology-driven R&D activities in the 1995–2005 period for 76 publicly traded firms in the electronics and electrical equipment industry and in the chemicals and pharmaceuticals industry, that applied for 580 nanotechnology-related patents and engaged in 2,459 alliances during the observation period. The authors used zero-truncated Poisson regression as the estimation method. Findings The findings support conceptualizing dynamic capabilities as four distinct subsets, deployed for sensing or seizing purposes, and across the two different inter-organizational contexts. The findings also suggest potential synergies between these subsets of dynamic capabilities, with two subsets being more macro-oriented (i.e. sensing and seizing opportunities within networks) and the two other ones more micro-oriented (i.e. sensing and seizing opportunities within specific alliances). Practical implications The authors show that firms differ in their subsets of dynamic capabilities for pursuing different types of inter-organizational, boundary-spanning relationships (such as alliances vs broader network relationships), which ultimately affects their innovation performance. Originality/value The authors contribute to the growing body of work on dynamic capabilities and firm-specific advantages by unbundling the dynamic capability subsets, and investigating their complex interdependencies for managing different types of inter-organizational linkages. The main new insight is that the “linear model” of generating more innovations through higher inter-firm collaboration in an emerging field paints an erroneous picture of how high innovation performance is actually achieved.

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Knowledge Dependence and the Formation of Director Interlocks

Cited by 59 publications

References 98 publications

Board interlocks and the diffusion of CSR reporting practices: The role of market development

Board interlocks and the diffusion of CSR reporting practices: The role of market development

Strategic leadership and technological innovation: A comprehensive review and research agenda

Unbundling dynamic capabilities for inter-organizational collaboration

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